CITY OF CAPE TOWN

SOCIAL DEVELOPMENT STRATEGY

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Table of Contents POLICY TITLE ....................................................................................................................................................................... 2

REFERENCE CODES ............................................................................................................................................................... 2

ABBREVIATIONS ................................................................................................................................................................... 2

EXECUTIVE SUMMARY ................................................................................................................................................ 3

INTRODUCTION .......................................................................................................................................................... 5

PROBLEM STATEMENT .......................................................................................................................................................... 5

DESIRED OUTCOMES ............................................................................................................................................................. 5

REGULATORY CONTEXT ......................................................................................................................................................... 6

STRATEGIC INTENT ............................................................................................................................................................... 6

SOCIAL DEVELOPMENT APPROACH ........................................................................................................................................... 6

STRUCTURES AND GOVERNANCE ............................................................................................................................................. 8

CHAPTER 1: MAXIMISE INCOME GENERATING OPPORTUNITIES FOR THOSE WHO ARE EXCLUDED OR AT RISK OF

EXCLUSION ................................................................................................................................................................. 9

1.1. CREATE JOB OPPORTUNITIES THROUGH THE EXPANDED PUBLIC WORKS PROGRAMME ................................................................ 9

1.2. DEVELOP THE SKILLS OF PEOPLE EXCLUDED OR AT RISK OF EXCLUSION .................................................................................... 10

1.3. SUPPORT ENTREPRENEURSHIP ACTIVITY IN THE FORMAL AND INFORMAL SECTOR ...................................................................... 11

CHAPTER 2: BUILD AND PROMOTE SAFE HOUSEHOLDS AND COMMUNITIES ............................................................13

2.1. CONTINUE TO REORIENT SERVICE DELIVERY TO CREATE AND MAINTAIN SAFE AND HEALTHY ENVIRONMENTS ................................... 13

2.2. REDUCE CRIME THROUGH SITUATIONAL AND SOCIAL CRIME PREVENTION AND COMMUNITY PARTICIPATION ................................... 13

2.2.1. Situational crime prevention ........................................................................................................................... 14

2.2.2. Social crime prevention ................................................................................................................................... 14

2.2.3. Community participation in safety measures ................................................................................................. 15

2.3. DEVELOP HOLISTIC STRATEGIES TO ADDRESS GANGS, SUBSTANCE ABUSE AND YOUTH DEVELOPMENT ............................................ 15

2.3.1. Gang strategy ................................................................................................................................................. 15

2.3.2. Substance abuse strategy ............................................................................................................................... 16

2.3.3. Youth development strategy ........................................................................................................................... 17

CHAPTER 3: SUPPORT THE MOST VULNERABLE THROUGH ENHANCING ACCESS TO INFRASTRUCTURE AND SOCIAL

SERVICES. ..................................................................................................................................................................18

3.1. CONTINUE TO REORIENT SERVICE DELIVERY SO IT IS PRO-POOR ............................................................................................. 18

3.2. PROVIDE FREE PRIMARY HEALTH CARE INCLUDING HIV & TB CARE ........................................................................................ 20

3.3. FACILITATE ACCESS TO HOUSING OPPORTUNITIES AS ASSET-BUILDING .................................................................................... 21

3.4. FOCUS ON EARLY CHILDHOOD DEVELOPMENT (ECD) SERVICES ............................................................................................ 21

3.5. CHAMPION THE INCLUSION OF VULNERABLE PEOPLE ACROSS THE CITY ................................................................................... 22

3.5.1. Assisting street people .................................................................................................................................... 23

CHAPTER 4: PROMOTE AND FOSTER SOCIAL INCLUSION ...........................................................................................24

4.1. ADDRESS SPATIAL SEGREGATION THROUGH TRANSPORT AND PLANNING ................................................................................. 24

4.2. PROMOTE AND FOSTER SOCIAL INTERACTION THROUGH RECREATIONAL AND ACTIVE CITIZENSHIP OPPORTUNITIES ........................... 25

4.3. FOSTER DIVERSITY AND INCLUSIVITY IN THE CITYS CORPORATE STRUCTURE ............................................................................. 26

4.4. FACILITATE PUBLIC PARTICIPATION AND ENSURE THAT MARGINALISED VOICES ARE HEARD .......................................................... 26

CHAPTER 5: MOBILISING RESOURCES FOR SOCIAL DEVELOPMENT ............................................................................28

5.1. GUIDE AND ENCOURAGE CSI ACTIVITY AND COLLABORATION WITH PRIVATE ENTERPRISES .......................................................... 28

5.2. MOBILISE AND DIRECT NATIONAL AND INTERNATIONAL PHILANTHROPIC GIVING ..................................................................... 29

5.3. USE CITYS GRANT ALLOCATIONS STRATEGICALLY ............................................................................................................... 29

ANNEXURE 1: SUMMARY OF SOCIAL DEVELOPMENT STRATEGY ...............................................................................30

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Policy title City of Cape Towns Social Development Strategy

Reference codes

(Added by ECS)

Abbreviations

BBBEE Broad- Based Black Economic Empowerment

BDS Business Development Services

CBO Community-Based Organisation

CCTV Closed-Circuit Television

CDS City Development Strategy

CDW Community Development Workers

CSI Corporate Social Investment

CTADAC Cape Town Alcohol and Drug Action Committee

ECD Early Childhood Development

EDP Economic Development Partnership

EESP Economic, Environmental & Spatial Planning (Directorate)

EGS Economic Growth Strategy

EPWP Expanded Pubic Works Programme

IDP Integrated Development Plan

JSE Johannesburg Stock Exchange

MFMC Municipal Facility Management Committees

MSAT Multi-Sectoral Action Teams

NDP National Development Plan

NGO Non-Governmental Organisation

PGWC Provincial Government of the Western Cape

PHC Primary Health Care

SDECD Social Development and Early Childhood Development (Directorate)

SDS Social Development Strategy

SFA Strategic Focus Area

SPV Special Purpose Vehicle/ Entity

STI Sexually Transmitted Infection

TEMS Tourism, Events & Marketing (Directorate)

TRS Transport, Roads & Storm Water (Directorate)

VPUU Violence Prevention through Urban Upgrading

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EXECUTIVE SUMMARY

Cape Town faces high rates of poverty, inequality and social ills, which affect the growth and development of the

City as a whole and restrict individuals access to opportunities. Both social and economic development inter-

ventions are necessary to address the scale and impact of these social problems. Certainly, the Constitution

mandates local government to promote social and economic development. The City has interpreted its man-

date to mean that all government activity is not an end in itself but rather strategic enablers for social and eco-

nomic development.

However, departments and directorates often see the challenges they face in terms of their own sphere of activ-

ity, providing isolated, sector-specific responses to social issues. This results in a piecemeal approach that rarely

addresses the scale of social problems. Furthermore, social development is often viewed as the domain of one

specific directorate concerned with relatively small, discrete projects rather than viewed broadly as encompass-

ing all of the Citys work.

The Social Development Strategy (SDS) articulates the role of the City of Cape Town in promoting and maximis-

ing social development. Social development is understood broadly as the overall improvement and enhance-

ment in the quality of life of all people, especially people who are poor or marginalised. At its core is a focus on

addressing poverty, inequality and social ills while providing for the participation of people in their own devel-

opment. The SDS sets out what the City is doing, plans to do and articulates where external stakeholders, such

as contracted service providers and organisations receiving City grants, shall contribute to creating an opportuni-

ty, safe, caring, inclusive and well-run city that allows people to reach their potential.

The SDS reiterates the Integrated Development Plans (IDP) vision and encapsulates the six transitions articu-

lated in the OneCape2040 Agenda and City Development Strategy (CDS). It is closely connected to the Economic

Growth Strategy (EGS) as social development interventions promote peoples ability to engage in economic ac-

tivity, while economic growth is central to social development.

The SDS adopts a transversal approach to social development. It views the organisation as an integrated whole

where each directorate has a role in facilitating social development. Hence, the way that the departments pro-

vide services, plan, regulate, employ people or directly intervene in communities shall be done in a manner that

promotes the social development of communities.

The SDS is structured around five high-level objectives. These are:

1. Maximise income generating opportunities for people who are excluded or at risk of exclusion

2. Build and promote safe households and communities

3. Support the most vulnerable through enhancing access to infrastructure and services

4. Promote and foster social integration

5. Mobilise resources for social development

The SDS lists 18 levers utilised to achieve the above objectives and makes recommendations to strengthen the

levers. It also notes the lead directorates or departments responsible for championing the levers.

Chapter 1 examines the first objective: maximise income generating opportunities for those who are excluded or

at risk of exclusion. This includes facilitating access to economic opportunities through the Expanded Public

Works Programme (EPWP), developing the skills of unemployed people and supporting entrepreneurial activity in

the formal and informal sector.

The SDS makes several recommendations to ensure that the EPWP programme is used strategically for poverty

alleviation. It suggests the principles that should inform short-term skills development projects. The SDS sup-

ports the one-stop shop model advocated by the Economic Growth Strategy as a mechanism to support poor

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entrepreneurs. In addition, the SDS advocates that libraries continue to be used as information hubs for new

entrepreneurs and informal traders are supported through proactive interventions.

Chapter 2 sets the levers to build and promote safe households and communities. The City plays a role as a reg-

ulator and service provider in maintaining environmental health standards and public order in the City as well as

working with partners to counter and prevent crime. The levers identified to fulfil this objective are: Reorienting

service delivery to create and maintain a safe and healthy environment, reducing crime rates through situational

and social crime prevention and community participation and developing holistic strategies to address gangs,

substance abuse and youth development.

The SDS recommends the balancing of service delivery so that disadvantaged areas are adequately serviced. The

SDS adopts an integrated approach to social and situational crime prevention. It promotes the mobilisation of

communities in safety initiatives and suggests utilising City-supported representative structures (such as Ward

Committees, Municipal Facility Management Committees and others) as mechanisms to identify local problems

and encourage active citizenship. The SDS also sets out the basis for a gang strategy and substance abuse strate-

gy and the fast tracking of their implementation. The Directorate of Social Development and Early Childhood

Development (SDECD) and the Sustainable Communities Unit will champion a youth development strategy.

Chapter 3 elaborates on the objective to support the most vulnerable through enhancing access to services. The

levers aimed at addressing the multi-faceted nature of poverty and supporting the most vulnerable are: reorient-

ing service delivery, providing free primary health care, facilitating access to housing opportunities as an assets-

building strategy, focussing on early childhood development (ECD) and championing the issues of vulnerable

people across the City.

Recommendations are made to incorporate a pro-poor approach to service delivery by focusing on the needs of

women and vulnerable groups and looking for innovative ways to engage residents in service delivery. The SDS

commits to improving the quality of primary healthcare in City-run clinics and strengthening approach to TB,

STDs HIV/AIDS. Facilitating access to housing opportunities is seen as means to tackle poverty. The SDS suggests

the continued recognition and upgrading of informal settlements. With regards to ECD, the SDS notes that the

goal is to increase the headcount of learners in ECD facilities that meet the requirements of the Children's Act

through using mechanism to improve unregistered crches in low income areas. The SDS also sets out a role for

SDECD to champion the inclusion of vulnerable groups in City projects and programmes.

The objective of chapter 4 is to promote and foster social inclusion through addressing spatial segregation,

promoting social interaction, fostering diversity and inclusivity in the Citys corporate structure and facilitating

public participation while ensuring the recognition of marginalised voices. The SDS articulates the Citys response

to spatial segregation as get people to jobs, get jobs to people and promote opportunities for social interac-

tion through parks, libraries, sports, recreation, arts, events and City-supported representative structures. The

strategy recommends using points of contact with communities and citizenship education initiatives to facili-

tate ethical encounters between the City and communities.

Chapter 5 examines how the City will mobilise resources for social development through CSI, public-private col-

laborations, directing individuals and organisations giving and the better utilisation of City grants to outside

organisations. The SDS sets out a specific role for the SDECD in this regard.

Together this strategy sets out a comprehensive and integrated roadmap to improving the quality of life for all

people living in Cape Town. The SDS will be implemented and monitored by the Executive Management Team in

collaboration with the Social Cluster and the Strategic Policy Unit.

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INTRODUCTION

Problem statement

Like many other cities in South Africa, Cape Town faces high rates of poverty, inequality and other social ills,

such as substance abuse and crime. These problems affect the growth and development of the City as a whole

and restrict access to opportunities, preventing people from realising their potential. Both social and economic

development interventions are necessary to address the scale and impact of these social problems.

Social development is understood broadly as the overall improvement and enhancement in the quality of life of

all people, especially people who are poor, vulnerable or marginalised. At its core is a focus on addressing pov-

erty, inequality and social ills while providing for the participation of people in their own development. However,

all the instruments needed for social development are not within the Citys mandate, hence, the Citys social

development work is somewhat limited.

Yet, the South African Constitution mandates local government to promote social and economic development.

This is reiterated in the preambles of both the Municipal Structures Act and Systems Act, which set out the vision

of democratic and developmental local government. The City has interpreted its mandate to mean that all ser-

vice delivery, planning and government activity is not an ends in itself but rather strategic enablers for social and

economic development. In other words, all of the Citys work is designed to improve the quality of life for all

people living in the City as well as addressing poverty, inequality and social ills.

However, there is a lack of integration with regards to social development activity within the City. Departments

and directorates often view the challenges faced through the lens of their own sphere of activity, providing iso-

lated, sector-specific responses to broader social issues. This results in a piecemeal approach that rarely ade-

quately address the scale of social problems. Furthermore, social development is often viewed as the domain of

a specific directorate concerned with relatively small, discrete projects, rather than viewed broadly as encom-

passing all of the Citys work.

Desired outcomes

The Social Development Strategy (SDS) articulates the role of the City of Cape Town in promoting and maximis-

ing social development. This strategy sets out what the City is doing, plans to do and articulates where external

stakeholders, such as contracted service providers and organisations receiving City grants, shall contribute. The

SDS recognises that certain communities may require different levels of assistance in achieving their potential

and hence it is decidedly pro-poor and based on promoting an inclusive City.

In order to maintain an outcomes-driven approach, and prevent a silo effect from developing, the SDS is struc-

tured around five broad high-level objectives. These are:

1. Maximise income generating opportunities for people who are excluded or at risk of exclusion

2. Build and promote safe households and communities

3. Support the most vulnerable through enhancing access to infrastructure and services

4. Promote and foster social integration

5. Mobilise resources for social development

The key levers utilised to attain these high-level objectives are listed in each chapter. The SDS puts forward the

actions needed to strengthen and improve these levers so that they can best facilitate social development.

The SDS is closely connected to the Economic Growth Strategy (EGS) as social development interventions pro-

mote peoples ability to engage in economic productive activity, while economic growth is essential for facilitat-

ing social development.

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Regulatory context

As social development is a wide-reaching agenda, there is a proliferation of relevant national and provincial law

and policy. Annexure 1 summarises this strategy, noting some relevant law and policy.

Social development, in its broad sense, is the competency of all three spheres of government. Specific social de-

velopment initiatives are not a core competency of local government. However, the Implementation Protocol

Agreement for Social Development between the Provincial Department of Social Development and the City of

Cape Town ensures co-operation, integration and collaborative partnership to facilitate the implementation of

social development programmes.

Strategic intent

The Integrated Development Plan (IDP) sets out the policies, programmes and budget priorities for the next five

years to facilitate the realisation of a prosperous city. The IDP defines development as the building of a total

environment that allows individuals to reach their full potential. Hence, the IDP is centred on five Strategic Focus

Areas (SFAs): the Opportunity City, the Safe City, the Caring City, the Inclusive City and the Well-Run City. The

SDS expands on the social development objectives contained in the IDP.

In addition to the IDP, policy and decision-making in the City is informed by the six transitions identified in

OneCape2040 Agenda. This has been articulated in the City Development Strategy (CDS), which sets out the 30

year vision for growth and change in the City. The CDS and OneCape2040 vision is of a highly-skilled, innovative-

driven, resource-efficient, connected, high-opportunity and collaborative society. The six CDS goals are linked to

the six transitions identified in the OneCape2040. The SDS upholds this vision and the transitions and sets out

the social development objectives which will aid in the realisation of the vision. The relationships between the

SDS, IDP, CDS and OneCape2040 are illustrated below:

SDS Objectives IDP CDS OneCape2040

1. Maximise income generating op-portunities for people who are ex-cluded or at risk of exclusion

Opportunity City

2. Be educated and informed 3. Be an inclusive & resilient economy

Educated Cape Enterprising Cape

2. Build and promote safe house-holds and communities

Safe City 1. Lead a healthy, vibrant life 6. Inspire an eco-friendly city region

Living Cape Green Cape

3. Support the most vulnerable through enhancing access to infra-structure and services

Caring City 1. Lead a health vibrant life Living Cape

4. Promotes and foster social inte-gration

Inclusive City 4. Be connected and interconnected 5. Build & celebrate Cape Towns spirit

Connecting Cape

5. Mobilise resources for social de-velopment

Well-Run City CDS support mechanisms Leading Cape

Social development approach

The SDS adopts a transversal approach to social development, viewing the organisation as an integrated whole,

where each directorate has an important role to play in facilitating social development. The SDS approach differs

from previous approaches, which view social development as the domain of a specific directorate concerned

with relatively small, discrete projects. The SDS considers all of the Citys work as geared towards improving the

well-being of all people in Cape Town.

If the work of local government is considered as a strategic enabler for social development, the various roles

that the City plays are opportunities to promote social development. These roles are very simply summarised in

the table below. Departments might fill several of these roles at one time.

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Local Government Work Role

Delivers services and maintains public infrastructure service provider Regulates and plans for public organisation regulator

Facilitates engagement through democratic structures public engager

Manages its own corporate affairs corporate employer Fills the gaps or meet local, specific needs through interventions which are pro-vided by the City or by City-funded organisations

government of last resort

The SDS considers the roles that the City plays and how each may be used to facilitate social development.

At the heart of the SDS, is an approach to the Citys work. The way that departments provide services, plan,

regulate, employ people or directly intervene in communities shall be done in a manner that promotes the social

development of communities. In other words, this approach directs what is done and how it is done. Thus, the

central principles of the SDS approach are to:

Use the City efforts, resources and assets as strategic enablers for creating environments, which foster social

development, where individuals are supported in improving the quality of life for themselves and their com-

munities.

Focus especially on individuals and groups that are vulnerable, marginalised or excluded, such as women,

people with disabilities, unemployed youth, elderly and very poor people.

Facilitate partnership and community collaboration, which encourages initiative, self-help, and mutual help.

Emphasise the sustainability of interventions by considering the environmental consequences and promoting

self-reliance.

Be priority driven, so that the Citys activity and resources are directed by relevant evidence emphasising the

areas of greatest need.

Using these key principles of the Citys social development approach and the broad local government roles indi-

cated above, the following table provides some guidance on the SDS approach. These questions shall be used by

City officials to guide their work and to aid in the implementation of a social developmental approach to the

Citys work.

Local Government Work

Guiding Questions (Application of SDS principles)

Delivers services and maintains public infra-structure (service provider)

Are services delivered in a manner that provides for the basic needs of communities or possibly defined by service levels and standards?

Are services delivered in a manner that meets the different needs of communities?

Are services accessible, safe, culturally appropriate and affordable?

Are community facilities utilised to their maximum capacity in order to provide oppor-tunities for communities?

Does service delivery engage the community and promote participation, initiative and collaboration?

Are services provided in a manner that recognises the inherent dignity and human rights of each person and facilitate the progressive realisation of all socioeconomic rights?

Is service provision sustainable in terms of the environment and promoting self-reliance?

Is service provision guided by relevant statistics and provided in areas with most need?

Is the priority setting informed by analysis of services and infrastructure and balanced by need and the creation of opportunity for business activity necessary for economic growth?

Regulates and plans for public organisation (regulator)

Does the regulation and policing of bylaws respect the inherent human rights of each person?

Does regulation act to promote and support the livelihood strategies of people who are poor or vulnerable?

Does planning function take into consideration the needs of people who are poor and

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vulnerable?

Is planning environmentally sustainable and informed by Local Agenda 21 aimed at creating and maintaining sustainable cities?

Does regulation engage communities and promote individual responsibility?

Are new areas of development designed using urban and spatial design principals aimed to integrating economic and social infrastructure and addressing or preventing the spatial and economic divides of the past?

Facilitates engage-ment through demo-cratic structures (public engager)

Are opportunities for participation treated as a key aspect of a democratic and ac-countable government?

Are democratic structures set up in a way to recognise the important contribution of individuals, respect their views and facilitate a dialogue?

Are public engagement processes aware of the divisions within local communities and seek to promote the participation of marginalised and excluded groups in community and government processes through specially designed plans?

Are leadership, encouragement and practical support provided to organisations cre-ated by communities that build on the democratic structures of the City?

Manages its own cor-porate affairs (cor-porate employer)

Is the Citys status as an employer used to develop the skills, knowledge and potential of employees?

Are vulnerable people/groups supported in the corporate workplace?

Is diversity and mutual respect fostered in all interactions?

Is the City open to the views and opinions of employees and employee representa-tives?

Are activities conducted in a way that promotes environmental sustainability?

Fill the gaps or meet local, specific needs through interventions which are provided by the City or by City-funded organisations (government of last resort)

Are the services/programmes or interventions provided because of a lack of such ser-vices in an area or a special need and thus avoid the duplication of effort?

Do these quality interventions provided specifically further the social development of an area?

Are these special provisions of programmes target vulnerable or excluded groups?

Do these efforts build on the services, resources and assets of the City?

Are these interventions based on community engagement and collaboration?

Are these efforts sustainable?

Structures and governance

The SDS adopts a whole of government approach. It will be facilitated through the Citys intra-government

Cluster, Transversal and Governance Framework, which is supported by the Strategic Policy Unit (SPU) in the

Office of the Executive Mayor. The Social Cluster of the Governance system, in conjunction with the Strategic

Policy Unit, will champion and monitor the implementation of this strategy.

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CHAPTER 1: MAXIMISE INCOME GENERATING OPPORTUNITIES FOR THOSE WHO ARE EXCLUDED

OR AT RISK OF EXCLUSION

IDP: Opportunity City

CDS: Be educated & informed, Be an inclusive and resilient economy

ONECAPE2040: Knowledge Transition, Economic Access Transition, Settlement Transition

NDP: Chp 3. Economy & employment, Chp 9. Improving education, training & innovation

Key to reducing poverty and to preventing the intergenerational transmission of poverty within households and

communities is creating economic opportunities and facilitating access to these opportunities. The EGS describes

the way the City is working to stimulate growth for job creation and economic opportunity. This section details

the mechanisms that the City uses to facilitate access to income-generating opportunities for people who are

excluded and those at risk of exclusion from economic activity due to poverty, unemployment or a lack of skills.

However, these strategies are intricately linked and overlapping.

Job creation and employment are often seen as best left to the private sector with local government as an im-

portant partner. High levels of unemployment in South Africa suggest that some government interventions are

necessary to ensure the socio-economic development of communities. These have a particular focus on people

who are poor, unemployed, have low levels of marketable skills or embark on entrepreneurial activity as part of

a survivalist livelihood strategy.

The City of Cape Town is one of the single biggest employers in the metro, employing over 27 000 people. In ad-

dition, the City employs many part-time workers on various projects. The City is able to facilitate access to skills

training for many employees and potential employees. Many of these opportunities are specifically targeted at

disadvantaged people, especially young people, who are at risk of economic exclusion.

In maximising income generating opportunities the people who are excluded or at risk of exclusion, the Citys

key levers are:

1. Create job opportunities through the Expanded Public Works Programme

2. Develop the skills of people excluded or at risk of exclusion

3. Support entrepreneurship activity in the formal and informal sectors

LEVERS

1.1. Create job opportunities through the Expanded Public Works Programme

The Expand Public Works Programme (EPWP)1 provides access to jobs for unemployed low-skilled or semi-skilled

people as part of a short- to medium-term strategy to reduce poverty and unemployment. The EPWP acts as a

poverty alleviation tool as it provides a cash injection into poor households. This is supported by findings from

the 2011/12 Social Impact Study which indicate that a large portion of the EPWP salary was spent on meeting

basic needs (92% reported spending money on food, 80% on electricity, 69% on clothes and 56% on school fees).

In addition, the EPWP acts to prepare people who have limited or no work experience for working life. Depend-

ing on the nature of the project, some skills training or alternatively on-the-job experiential learning of both hard

and soft skills is provided.

1 EPWP is used here to refer to the specific Expanded Public Works Programme. However, programmes which have similar aims such as the Community Development Works Programme should be considered under this lever.

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In order to ensure the long-term effectiveness of the EPWP in maximising income-generating opportunities of

those excluded or at risk of exclusion, as well as, utilising the full opportunity of EPWP, the programme shall de-

velop in the following ways:

Training: To align the EPWP programme with the Citys broader skills development and infrastructure devel-

opment goals, the type and amount of skills development and training will be articulated in an EPWP train-

ing plan so that the long-term benefits of the programme may be realised, in instances where this is possi-

ble. This training shall be considered part of the Exit Strategy for EPWP workers.

Facilitating employment: Methods to encourage employment of people who have been in the EPWP will be

considered. For instance, the EPWP employee database may be made available to the private sector to facil-

itate further employment of individuals previously employed through the EPWP. The City will also develop a

plan to facilitate the inclusion of EPWP workers into the operations of the organisations line directorates.

Both these proposals will demand the creation of a rating system, where possible, to recognise good work.

Utilising EPWP projects as a Point of Contact: The EPWP projects will be considered a point of contact

between the City and unemployed people. The projects will be used, where possible, to provide information

about City services (for instance substance abuse services, library services), promote healthy behaviour (for

instance health education campaigns, HIV and TB testing) and encourage active citizenship (for example. civ-

ic education workshops).

Reward volunteers: Some subcouncils have included a stipulation in their appointment of EPWP workers to

appoint people from their Jobs Seekers Database who have contributed to their community through volun-

teering. This will be actively encouraged and developed to promote local volunteering and active citizenship.

Gender specificity: 53.7% of the unemployed people in the City of Cape Town are women. Women are often

the carers of children, the sick and the elderly. There is a need to provide more EPWP opportunities for

women. These opportunities will be cognisant of the culturally prescribed roles that women play in commu-

nities and seek to provide opportunities that both challenge and meet these gender roles.

These recommendations align with Strategy 1 of Chapter 3 of the EGS: Broaden job opportunities via the Ex-

panded Public Works Programme. Furthermore, the expansion of the EPWP is promoted by the OneCape2040

agenda as a key intervention for a more prosperous city.

The EPWP programme is coordinated by the Office of the Deputy City Manager but implemented through the

Citys directorates. The Deputy City Managers office will be responsible for driving the innovation and advance-

ment of this programme as a poverty alleviation tool.

1.2. Develop the skills of people excluded or at risk of exclusion

In order to develop the skills and abilities of people living in Cape Town and facilitate access to income generat-

ing activities, skills development initiatives run across City departments and take a variety of forms. These are

internally and externally orientated and form a package of skills development initiatives aimed at growing the

skills base of people within the City and, where possible, ensuring the development of skills that match the

needs of the economy.

While internal skills development programmes aimed at creating a skilled and adaptable workforce is dealt with

in the EGS, this section focusses on what the City is doing to provide skills development opportunities for unem-

ployed or disadvantaged individuals. As the biggest employer in Cape Town, the City is able to leverage its role to

implement and support various skills development projects.

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Corporate Services coordinates apprenticeships, learnerships and bursaries that provide a range of opportuni-

ties for people who are poor within the City. Each programme has specific allocations for people who are unem-

ployed or marginalised. In addition, the City provides opportunities for in-service training and work experience.

The City often provides a stipend to these learners. The City plans to extend and expand its role in building skills

to provide more work and learning opportunities. Corporate Service will also initiate the creation of in-service

training programme for matriculants with no experience or tertiary learning.

Longer-term training courses for specific positions in the City are run through training colleges. The Safety and

Security Directorate runs the Fire and Metro Police training colleges. These provide opportunities for disadvan-

taged youth to gain a qualification and employment in the City.

To address the skills shortage in identified sectors, partnerships have been formed with PGWC and the relevant

sector clusters. These projects are aimed at meeting sector needs and targeting skills training at young people

from disadvantaged backgrounds who are at risk of economic exclusion. These partnerships are supported by

grants and set out in the EGS.

Shorter skills development initiatives are provided to vulnerable groups to meet specific needs. The SDECD Di-

rectorate facilitates training for ECD staff in disadvantaged areas. Skill training also forms a component of street

people interventions. Sports, recreation, libraries and arts and culture activities are also used as tools and spaces

to develop the productive skills and capacities of unemployed youth. For instance a variety of short-term train-

ing workshops and courses, particularly in IT, literacy and information literary are rolled out by Libraries and In-

formation Services. Skills development focussing specifically on the youth is also discussed in Chapter 2.

In future, these shorter skills training courses will be considered in terms of the role they play in broader initia-

tives in a specific area. They will be evaluated in terms of their ability to meet identified needs and provide use-

ful, transferable skills that can be used to access economic opportunities. The City is not always best placed to

provide these services and relies on the services of NGOs and service providers to provide skills development

opportunities. The City shall ensure that these skills training initiatives:

Meet the demands by community members in a certain area for certain skills;

Meet the demands by the private sector for certain skills in a certain area;

Are focussed on building the skills of young, unemployed people;

Combine both hard and soft skills;

Provide access to follow-up support services;

Utilise monitoring and evaluation mechanisms to ensure their effectiveness;

Standardise and accredit courses, where possible.

The following table summarises the skills development initiatives provided or supported by the City:

Internal External

Short term (larger numbers, less cost per person)

Workshops, training courses for staff. See EGS. Corporate Services

Skills development through short courses and workshops: sports, ECD, libraries etc. Community Services, SDECD, TEM

longer term (smaller numbers, higher costs per person)

Learnerships, bursaries, apprenticeships, Fire & Metro Police colleges Corporate Services & Safety & Security

Cluster training initiatives funded through grants. See EGS. Economic Development Department, EESP

1.3. Support entrepreneurship activity in the formal and informal sector

The City acts as a government of last resort by providing funding to business development services organisa-

tions in an effort to support entrepreneurs to start and grow viable businesses which will support them, their

families and contribute to addressing poverty and unemployment. However, people who are poor often lack the

knowledge and skills to start a viable business in the formal economy. The SDS supports the EGS proposal to uti-

12

lise one stop shop and incubator models for entrepreneurial support services. This approach is decidedly pro-

poor as it provides a range of services under one roof such as access to the internet, help in filling out forms,

access to information about starting a business. Funding for these kinds of activities will be promoted over short-

term or once-off entrepreneurship workshops or training which are unlikely to have a sustained impact.

One of the goals of the IDP is to utilise our assets for social and economic development. Libraries will be consid-

ered key information hubs that can be effectively used to support entrepreneurs. The City of Cape Town runs

over 100 libraries. In each of these facilities, the SmartCape initiative provides access to information and com-

munication technologies, free of charge. Physical and online material for small business and entrepreneurs are

available and programmes in partnership with other organisations are provided to promote entrepreneurship.

Community Services together with the Economic Development Department will look at how libraries and other

City assets can be best used to help potential entrepreneurs in the formal and informal sectors.

Entrepreneurial support services help people to develop micro-enterprises into more sustainable businesses.

However, many survivalist micro-enterprises in the informal sector are part of complex coping strategies to sup-

port poor peoples livelihoods and may not be effectively scaled-up into bigger businesses in the formal sector.

The Informal Trading Bylaw recognises this, noting that informal trading is important for poverty alleviation,

income generation and entrepreneurial development. The Bylaw also mentions the positive impact that infor-

mal trading has on historically disadvantaged individuals and communities. In fact the 2002 Survey of the Infor-

mal Trading sector revealed that 42% of traders had chosen to engage in informal trading as a result of not hav-

ing or losing a job.

The City uses its regulating and planning function to support informal traders engaged in economic activity

whereby the City provides space and basic infrastructure to informal traders at identified sites. This is carefully

balanced with bylaws governing public spaces in the City. The Informal Trading Bylaw and policy regulates the

planning for, registration of and allocation of trading opportunities at identified sites. The City recognises the

importance of the informal economy and plans to develop a greater understanding of the sector and how the

City can best facilitate and plan for its development. The EGS lists the ways that the City will coordinate local

development programmes to enhance the informal sector. The City plans to continue to develop support ser-

vices for informal traders and collaborate with informal trader groupings and associations in an effort to further

social development in the City. These interventions will be coordinated through the Economic Development De-

partment working with the Safety and Security Directorate.

13

CHAPTER 2: BUILD AND PROMOTE SAFE HOUSEHOLDS AND COMMUNITIES

IDP: Safe City

CDS: Lead a healthy and vibrant life

ONECAPE2040: Settlement transition

NDP: Chp 1. Building safer communities

The City plays a role as a regulator and service provider in maintaining environmental health standards and

public order as well as working with partners to counter and prevent crime in the City and change perceptions of

safety. A safe and secure environment and the perception of thereof, is a goal and enabler of social develop-

ment. Safe communities are part of a good life and provide the enabling environment where people may real-

ise their potential.

Cape Towns crime levels are above the national averages, with drug-related crimes and murder occurring more

frequently in Cape Town than in any other city in South Africa. Crime, antisocial behaviour and substance abuse

and activity erode the social fabric of communities and deprive people of their rights. Furthermore, crime dis-

proportionally affects people who are poor. Disadvantaged areas are more likely to be affected by crime, gang

activity and substance abuse and activity.

The following levers have been identified to build and promote safe households and communities:

1. Continue to reorient service delivery to create and maintain safe and healthy environments

2. Reduce levels of crime through situational and social crime prevention and community participation

3. Develop holistic strategies to address gangs, substance abuse and youth development

LEVERS

2.1. Continue to reorient service delivery to create and maintain safe and healthy environments

The City utilises its regulatory and service delivery functions in order to maintain personal safety and public

health as well as manage risks and disasters. Services are provided to all people residing in the metro. People

with low incomes often live in high densities on the periphery of the City in areas, which are vulnerable to flood-

ing, fire and disease. These areas are often crime-ridden and, hence, more resources need to be allocated to

these areas to make them safer, cleaner and prevent fires, flooding and disasters. This reorientation of service

delivery requires a careful balancing of resources that ensures all people in the City receive the necessary ser-

vices, but those that are more vulnerable receive services that enable them to live in a clean, healthy and safe

environment.

This balancing of resources and priority areas will be guided by the Directorate of Safety and Securitys statistics

on crime, fire and disaster, Healths assessments of air, water, sanitation, food and cleansing standards and sup-

plemented by geographic information services (GIS) information on settlement types, available services and

population densities. It is known that informal settlements and rental stock will demand more attention and re-

sources than other areas.

All departments will be proactive in providing services that maintain a safe, healthy environment in a manner

that promotes social development and supports the livelihood strategies of communities.

2.2. Reduce crime through situational and social crime prevention and community participation

High levels of crime and violence constitute a key challenge for Cape Town. The rates of murder and drug-

related crimes are much higher than the national averages. Crime and the fear of crime have a damaging effect

14

on the quality of life of people. It negatively impacts victims but also adversely affects households by restricting

access to services and employment.

The causes of crime are complex and multifaceted. Traditional policing and law enforcement cannot solve these

problems alone. The City has adopted and endorses an approach to crime prevention, which has been encapsu-

lated in the Violence Prevention through Urban Upgrading (VPUU) projects. The approach is based on interna-

tional best practice and includes situational and social crime prevention and community involvement. In this

way, prevention is more than deterrence, but rather a whole-of-society, whole-of-government approach. It de-

mands a transversal methodology that will be managed through the Sustainable Communities Unit and the Work

Group on Gangs, which will act to coordinate situational and social crime prevention work in identified urban

renewal areas within the City.

2.2.1. Situational crime prevention

Situational crime prevention aims to change the physical environment and conditions that generate crime and

fear of crime through improved design and planning. Thus, the Spatial Planning & Urban Design Department

plays a key role in creating sustainable communities and designing-out crime. The principals of creating safe

neighbourhoods are articulated in the Urban Design Policy and the Safe Neighbourhood Guidelines for Cape

Town. Informal settlement upgrading and urban regeneration projects shall also follow the crime prevention

through urban design principles. The placement of communal toilets, water pipes and other utilities will be cog-

nisant of the need to prevent opportunities for crime. In addition, the City shall situate new municipal buildings

in areas that improve safety and accessibility.

Situational crime prevention interventions in neighbourhoods includes improving lighting, cleansing and waste

removal, the elimination of graffiti and the maintenance of street equipment. The departments involved in these

activities and the companies contracted to provide these services shall be encouraged to acknowledge the role

these activities play in building community pride as well as addressing and preventing crime. Electricity and wa-

ter theft, illegal dumping, cable theft and vandalism disrupts services, contributes to perceptions of lawlessness

and has major cost implications. Preventing and addressing this type of crime is important in building safe

neighbourhoods and communities and encouraging an active, engaged citizenry.

The Community Service Directorate plays a central role in facilitating access to public facilities such as parks,

halls, sports facilities and libraries in areas with high crime rates. These public buildings and spaces provide for

social and cultural integration and introduce spaces for activity and community regeneration. Community Ser-

vices shall develop a plan on how the City facilities shall be better utilised to promote social development

through (1) providing alternative activities for young people; and (2) building safe and healthy communities.

The surveillance of streets, equipment and public spaces conducted by the Safety and Security Directorate is

also an aspect of situational crime prevention. Surveillance through formal mechanisms such as CCTV and visible

policing or through informal mechanisms such as the support of neighbourhood watch and other community

organisations, acts to create and maintain safe communities.

2.2.2. Social crime prevention

Local government has substantial authority to carry out by-law enforcement and social crime prevention. Social

crime prevention aims to support victims of crime, groups at risk of becoming victims or perpetrators and mar-

ginalised people. It is about reducing the causal factors of crime. Until now, the Safety and Security Directorate

had been tasked with social crime prevention; however, these interventions have been limited. Much of social

crime prevention work is instigated through SDECD and Community Service programmes which address the un-

derlying cause of crime. However, these programmes have not been conceptualised in terms of crime preven-

tion.

15

The Sustainable Communities Unit will form a multidisciplinary team who will develop and coordinate the Social

Crime Prevention Strategy for the City. This strategy will set out the social crime prevention initiatives that will

take place in tandem with professional and efficient law enforcement. The strategy will depend on reorienting

and redirecting the interventions and services provided through SDECD, Community Services, City Health, Ward

Committees and other external stakeholders into a multi-faceted plan for social crime prevention in the City.

This will not prevent the Metro Police, Fire, Disaster and Risk Management Departments from conducting their

own outreach activities, which educate, build awareness and promote responsible behaviour. These activities

build the profile of City service providers and create positive role models.

Considering the high rate of gender-based violence and its effect on women and children in households, a crucial

area of focus is on gender-based violence prevention and victim-support services. The Metro Police will work on

training their officers to provide support to victims of gender-based violence across the metro. NGOs and CBOs

working in the identified areas will be supported through grants coordinated and monitored by the Sustainable

Communities Unit and SDECD who is specially mandated to implement gender programmes.

2.2.3. Community participation in safety measures

Successful crime prevention uses the insight of local people in a community-centred approach. The Metro Police

will continue to work with neighbourhood watches and Community Policing Forums while the Sustainable Com-

munities Unit will mobilise communities in the areas where they work. However, safety is an issue across the

City and there are not always structures in place to mobilise local people in safety initiatives. The City supports

democratic and community structures such as Ward Committees, Municipal Facility Management Committees

(MFMC), Cape Town Alcohol and Drug Action Committees (CTADAC) subcommittees, HIV & TB Multi-Sectoral

Action Teams (MSATs) and local ECD forums who all have an important role to play in identifying problems, en-

couraging residents to take responsibility and become active in community safety initiatives. This shall be articu-

lated in these organisations business and action plans.

The City supports programmes to strengthen community safety initiatives across the City; this includes capacitat-

ing Neighbourhood Watch Organisations and deploying Neighbourhood Safety Officers or School Resource Of-

ficers in areas with high crime levels. These programmes will be assessed for their effectiveness and, if found to

be effective, will be rolled out on a larger scale.

2.3. Develop holistic strategies to address gangs, substance abuse and youth development

Considering the high rates of crime perpetuated by young people in gangs or under the influence of substances,

central to promoting safety and security is a focus on these challenges from a holistic perspective. This demands

the collaboration of a number of internal and external stakeholders.

2.3.1. Gang strategy

The numbers of gang members in Cape Town are estimated to be in the tens of thousands. Gang-related activi-

ties fuel a large amount of crime in the City. In addition, there are strong links between gangs and drugs, fire-

arms, prostitution and violent crimes. Gangsterism cannot be controlled or prevented through policing and law

enforcement efforts alone. A multi-pronged programme of long-term interventions in affected gang hotspots is

required.

The City has identified gang hotspots across the City and there is a variety of current interventions in the City

aimed at addressing the negative effects of gangs in these areas. The City plans to better coordinate and scale up

these efforts. A Work Group on Gangs has been established as part of the transversal management system of

the City to develop and coordinate the implementation of a strategy to address the negative effects of gangster-

ism. This strategy will build on the current suite of activities that include:

16

Gang suppression is managed and implemented through the Safety and Securitys specialised Gang Unit.

The unit has an anti-crime strategy directed at gangs and works closely with the Substance Abuse and K9

Units due to the link between drugs and gang-related crime. The deployment of Neighbourhood Safety Of-

ficers and School Resource Officers also act to prevent and suppress gang activity.

Community mobilisation is facilitated through engagement and specific programmes aimed at crime reduc-

tion and urban renewal. A Ceasefire pilot project has been initiated. If it is successful, it may inform activi-

ties in gang hotspot areas. Ceasefire uses violence interruption, community mobilisation, public education

and outreach services such as anger management counselling, drug and alcohol treatment to affect changes

in the behaviour of high-risk individuals and to interrupt the gang cycle. Stakeholder forums which including

national government, PGWC, academia, civil society and communities will continue to be used to inform the

way that the City addresses gang activity

Opportunities provision co-ordinated through Economic Development Department and EPWP provide al-

ternative employment opportunities for young people. This shall be targeted in gang hot spots and com-

plemented with skills development programmes managed by SDECD and the Economic Development De-

partment.

Social Interventions that utilise the Citys facilities such as parks, sports fields, libraries and recreation cen-

tres in hotspot areas are coordinated by Community Services. These interventions promote alternative activ-

ities, build resilience and help in the development of life skills such as conflict resolution for youth-at-risk. In

this way, they act to prevent anti-social gang activity.

2.3.2. Substance abuse strategy

In 2011, the drug-related crime rate for Cape Town was four times higher than the rest of South Africa. Sub-

stance abuse poses a serious challenge for this City as it leads to traffic accidents, violence, crime and antisocial

behaviour, which collectively threaten the social fabric of communities. National and provincial government

have an extensive mandate in addressing substance abuse. Due to the extent of the impact of substance abuse,

the City has undertaken several strategic, proactive and reactive interventions to address this problem. This is in

line with the Policy Position on Alcohol & Drugs and Alcohol & other Drugs Harm Minimisation & Mitigation

Strategy.

As part of the transversal management system, the Work Group on Substance Abuse has been established to

coordinate and scale up the Citys supply reduction, prevention and treatment activities:

Supply reduction: Within the Safety and Security Directorate, the Substance Abuse Unit and the Liquor En-

forcement Unit, will work with the Metro and Traffic police to reduce alcohol- and drug-related crime and

traffic incidents as well as enforce the Citys by-laws relating to liquor trading, public spaces and preventing

persons dealing in drugs. Addressing anti-social behaviour in the form of drug dealing or illegal shebeens in

City rental stock is also a key focus.

Prevention: SDECD, in partnership with Ward Committees and CTADAC subcommittees, will develop a pack-

age of prevention programmes. Sustainable, holistic programmes will be favoured over short-term educa-

tion or awareness-raising campaigns. Interventions will be based in areas with high rates of substance abuse

and utilise already existing City facilities such as sport facilities, parks, libraries and recreational centres in

order to promote an alternative youth culture. SDECD will work with other directorates, to mainstream pre-

vention activities into programmes aimed at young people. Grants will also be used to support NGOs that

can provide integrated, evidence-based programmes for at-risk populations. The City will also look at oppor-

tunities for early intervention for experimenting users.

17

Treatment: City Health runs four outpatient alcohol and drug treatment sites as part of a set of primary

health care services provided by the City. This adds to the already existing PGWCs facilities. The City plans

to ensure that City-run facilities are used to their maximum capacity, provide quality services and facilitate

linkages to aftercare services. The City will conduct regular monitoring and evaluation of the programmes

effectiveness.

The Employee Wellness Alcohol and Substance Abuse Programme provide support for employees that strug-

gle with substance abuse. Greater focus will be on helping employees in high-risk professions such as metro

police officers and fire fighters.

Together, the activities are aimed at addressing substance abuse in a holistic manner utilising a whole of gov-

ernment approach.

2.3.3. Youth development strategy

As mentioned, social development demands a transversal approach and interventions directed at vulnerable

groups across the lifespan. All departments and structures must be aware of their role in promoting and ena-

bling youth development. The risk factors that cause young people to get involved in crime, substance use and

abuse, gangs and antisocial behaviour must be dealt with in order to build safe communities and ensure young

peoples skills and energy are injected into the economy. Hence, youth development is dealt with in this chapter,

although, a focus on youth is part of all the objectives mentioned in this strategy.

SDECD is tasked with coordinating and championing youth development for young women and men through the

City and within its own programmes areas. SDECD will work with the Sustainable Communities Unit to develop a

strategy on youth development and coordinate the work of other directorates providing youth social and eco-

nomic development programmes such as:

Tourism, Events and Marketings Arts and Culture programmes and events that target the youth.

Community Services Sports, Recreation and Library programmes which provide services and interventions for

youth and promote alternative, healthy lifestyles.

Corporate Services trainee, bursary, learnerships and apprentice opportunities that provide opportunities for

youth in the Citys corporate structure.

Economic Development Departments grants directed towards creating opportunities and skills development for

young people.

Office of Deputy City Managers EPWP, which creates youth employment opportunities for unskilled, unemployed

young people.

Office of the Speakers Junior City Council, which facilitates youth involvement in democratic structures such as

Council and ward committees.

Ward Committees youth programmes funded through grants and other mechanisms.

Considering the role of youth development programmes in preventing substance abuse and gangsterism, the

Directorates will be encouraged to provide programmes in high-risk area. Youth development interventions will

be provided as part of a package of services. In addition, wards will be encouraged to fund well-developed, evi-

dence-based programmes that are shown to provide measurable and sustainable results in promoting youth

development within their areas.

It might be assumed that dealing with youth development in the context of building a safe city will mean looking

at young men who are at risk of becoming involved in drugs or gangs. Social programmes for young women are

equally important. High-risk young women may also be involved in gangs, drug trafficking, petty crime and pros-

titution. Furthermore, young women are primarily the victims of physical and sexual violence and abuse. An in-

tegrated youth development strategy should look at young men and women, gender norms, violence and sexual-

ity and the role that the City can play in youth development .

18

CHAPTER 3: SUPPORT THE MOST VULNERABLE THROUGH ENHANCING ACCESS TO

INFRASTRUCTURE AND SOCIAL SERVICES.

IDP: Caring City

CDS: Lead a healthy and vibrant life

ONECAPE2040: Settlement transition

NDP: Chp 8. Transform human settlements, Chp 10. Promote health, Chp 11. Social protection

It is estimated that 37.8% of the households in Cape Town are living in poverty. Poverty is multi-dimensional and

manifests in many ways. One of the key manifestations for people who are poor is a lack of access to basic ser-

vices such as water, electricity and sanitation, which improves quality of life. Access to basic services significantly

affects the lives of women and girls who are often tasked with household chores. Although the 2011 Census re-

ports that 87.28% of people living in Cape Town have access to piped water, 90.20% to a toilet facility, 93.98% to

electricity and 94.94% to refuse removal services, challenges exist in providing quality service that are sufficient,

efficient, affordable and appropriate to meet the needs of communities.

People who are poor face challenges in maintaining their health because of factors such as insufficient or inade-

quate food and unhealthy living conditions. Furthermore, HIV, AIDS and TB disproportionally affect this group.

Poor health limits people's abilities to access opportunities and live a good life.

In addition, people who are poor lack assets with which to generate incomes. Access to assets such as housing

opportunities or property titles facilitate capital accumulation and risk management. Apartheid policies acted to

deprive black people of access to assets. These policies must be systematically reversed to address poverty.

Poverty is both a cause and result of marginalisation. There is a preponderance of vulnerable people (women,

children, the elderly and disabled) in the poor population and they face a range of social, economic, cultural and

physical barriers in getting out of poverty.

Furthermore, poverty limits the ability of children to reach their full potential. Children who are poor often lack

access to healthcare, education, social services and nutrition needed for healthy development. Research indi-

cates a high correlation between childhood opportunities and future success, health and social adjustment

which impacts on long-term poverty alleviation efforts and the creation of stable and healthy communities.

The City has identified a set of levers to address the multi-faceted nature of poverty and support the most vul-

nerable through enhancing access to infrastructure and social services:

1. Continue to reorient service delivery so it is pro-poor

2. Provide free primary health care treatment

3. Facilitate access to housing assets

4. Focus on early childhood development

5. Champion the issues of vulnerable people across the City

LEVERS

3.1. Continue to reorient service delivery so it is pro-poor

Access to services and infrastructure is important in its own right as it improves quality of life. In addition, the

provision of basic services and infrastructure is vital for poverty reduction. Failures in service delivery may be

part of the reason that people fall into poverty. Effective service provision helps people move out of poverty.

19

The Apartheids economic and spatial legacy is high levels of poverty and areas of underdevelopment. In its role

as a service provider, the City is committed to a policy of redress and redistribution, which seeks to turn around

Apartheid-era under-investment. This pro-poor delivery manifests as:

Targeted expenditure in previously disadvantaged areas (for example through urban renewal).

The provision of free basic services to people in informal settlement or registered on the indigent list (water,

electricity, sanitation, waste removal). The City will continue to engage with Eskom on electrification and the

Free Basic Electricity Subsidy

Rate rebates for poor households and organisations working with or for vulnerable or marginalised people.

This extensive programme provides relief to many poor households and communities. The City is committed to

the continuous improvement of service delivery in order to move towards a more caring society. Hence, the fo-

cus will be on how basic services are delivered in order to entrench a developmental approach to service provi-

sion. The main areas of change are:

Pro-poor thinking and approach: Implementing a pro-poor approach to service delivery demands a change

in thinking as well as changes in service delivery. Services must be accessible, safe, culturally appropriate

and affordable. All directorates will examine ways in which service delivery can be improved to marginalised

communities. Pro-poor service delivery also demands that government listens to residents through formal

and informal public participation mechanisms so that service delivery is appropriate and acceptable. The

section on the Social Development Approach in the introduction provides guidance to mainstream a pro-

poor approach. Another simple tool is to ensure that any intervention should at the very least leave the poor

no worse off, and should improve the position of the poor, if possible.

Focus on the needs of women and vulnerable groups: It is often women who primarily access and use pub-

lic services to meet household needs and women who care for children and people who are sick, disabled or

elderly. Hence, pro-poor service delivery considers the constraints that women face when accessing ser-

vices. For example in some areas, using a public toilet at night puts women at risk of sexual violence.

In addition, service provision that includes considerations for children, people with disabilities, the elderly or

sick will positively affect women, who are often tasked with caring for these individuals. To facilitate gender

sensitive pro-poor services, the City will ensure that womens voices are included in public participation pro-

cesses, collect gender disaggregated data and consider the impact of service delivery on women.

Continue to use the indigent relief programmes to engage residents: Indigent relief is assistance offered by

the City to all housing tenants and homeowners who cannot afford to pay their monthly housing accounts.

The City encourages people to engage directly if they are unable to settle their accounts in full in order to

make payment arrangements.

Look for innovative solutions that engage communities: The City will also look at opportunities to engage

residents in service delivery. The City plans to work in partnership with residents to monitor and hold ac-

countable service providers contracted by the City through Service Level Agreements.

Examine and maximise the benefits of urbanisation to ensure opportunities for people who are poor:

Long-term planning is needed to address the pressures of urbanisation on the infrastructure and service de-

livery of the City. An Urbanisation Work Group has been established within the Cluster and Transverse Man-

agement system to look at how the City can maximise the benefits of the urbanisation process and mobilise

urban capital to increase livelihood opportunities and improve standards of living for all people in the City.

The Utility Services Directorate shall champion pro-poor and responsive service delivery. There are multiple di-

rectorates involved including Community Services, Human Settlements, Finance, EESP and Transport Roads &

Storm Water.

20

3.2. Provide free primary health care including HIV & TB care

Poverty affects a persons health and wellbeing. People living in poverty commonly suffer greater levels of physi-

cal and mental illness. For instance, HIV and TB prevalence is higher in lower income groups. Furthermore, the

high stress associated with living in poverty may also contribute to behaviour, which leads to health risks such as

smoking, substance abuse and a poor diet.

Good health is a valuable state of being in itself and enables people to reach their full potential. Free primary

health care (PHC) enables people who are poor to access treatment services. It must be noted that PHC is part of

a set of services to promote health. Good health is dependent on both environmental factors and individual

choices. The City plays a role maintaining a healthy environment, as mentioned in chapter 2, and provides the

facilities and opportunities for people to make healthy choices and take responsibility for maintaining their own

well-being. Sports and recreational facilities run by the City offer opportunities for people to engage in healthy

activities and provide a starting point to tackle the use of tobacco and alcohol, levels of obesity, low levels of

activity and poor mental health, which burden the healthcare system. Furthermore, a commitment to designing

City environments that promote healthy lifestyles in terms of spaces to walk or cycle, is another way that the

City provides opportunities for active living.

Providing PHC is not the formal function of local government. The City provides these services as part of a Ser-

vice Level Agreement with PGWC and supplements provincial funds with additional funding. The PHC services

provided include women and child health services, treatment for HIV/AIDS and sexually transmitted diseases, TB

control, and substance abuse services. The PHC service package ensures that children in low-income households

grow up healthy, provides quality and efficient preventative and curative care, and makes sure that illness or

disability does not plunge poor households into destitution. Approximately 85% of PHC services are accessed by

people who are poor.

In order for City Health to meet the developmental needs of communities, the City shall focus on the following,

provided that there is assignment of PHC or a service level agreement with PGWC exists:

Improving the quality of primary health care services: The 2010 Community Satisfaction Survey identified

the following challenges in the provision of PHC: long waiting times, poor staff attitude, lack of medication,

lack of doctors and poor cleanliness of facilities. These problems disproportionally affect poor people and

may result in people not seeking healthcare when it is needed. For example, the working poor face lower in-

comes or job loss if they have to spend many hours in a clinic. This may mean that they are less likely to take

time off to seek healthcare even when they are very ill. The City commits to addressing these challenges and

working with partners to improve the quality of healthcare in City-run facilities.

Continue to expand the HIV/AIDS and TB programmes: HIV and TB are particular challenges for the City,

disproportionally affecting people who are poor. HIV and TB have a high comorbidity. HIV fuels the TB epi-

demic in high HIV prevalence populations, and TB is a leading cause of HIV-related mortality. The City has ar-

ticulated its broad multi-sectoral strategy guiding the response to these pandemics in the annual HIV, Aids,

STI and TB Plan. The plan sets out the role for City Health in mainstreaming HIV/AIDS and TB, mitigating the

impact of HIV/AIDS and TB, strengthening TB control and integration with HIV care, prevention and treat-

ment. Extensive community involvement through Multi-Sectoral Action Teams (MSAT) further enables a sus-

tained, holistic service delivery.

City Health, in collaboration with partners, will be responsible for improving primary health care services while

maintaining and expanding the rollout of the HIV, AIDS, STI and TB Plan.

21

3.3. Facilitate access to housing opportunities as asset-building

Facilitating access to assets in the form of land, tenure and other housing opportunities is a crucial means to

tackle poverty. Assets act to provide a basis for income generation and capital accumulation, which improves

household stability, reduces economic stress, allows for future planning, and enhances the welfare of children.

The Citys Five-Year Integrated Housing Plan, sets out an integrated, cohesive and sustainable approach to ur-

ban management and development, which incorporates strategies to increase people access to sustainable

housing assets. The strategy includes:

Delivering a wide range of housing opportunities to people who are poor which provide for integrated human

settlements with access to basic facilities and services;

Managing and maintaining rental stock and the possible sale or transfer of rental stock to clearly identified

beneficiaries in order to provide security of tenure;

Upgrading the living conditions of people in the Citys informal settlements and backyard structures in rental

stock through incremental and in situ upgrading;

Integrating the delivery of housing opportunities with the rest of the Citys development to ensure densifica-

tion and compacting of the City and the optimal use of resources.

Considering the impact of housing on the livelihoods of people and the large numbers awaiting housing, all these

programmes involve sustained collaboration with communities to ensure sustainable, integrated housing devel-

opments that are affordable, sufficient, safe and appropriate to meet the needs of people who are poor. The

City will continue to provide Housing Consumer Education workshops to help community members make the

most of their housing assets.

Despite this clearly articulated plan, the City has to develop strategies to deal with urbanisation, which puts in-

creased pressure on human settlements and services as mentioned above. The City shall:

Continue to facilitate security of tenure: Security of tenure enables people to use houses or land as assets.

These assets act as enablers to help people to pull themselves out of poverty. The following activities will be

pursued to facilitate security of tenure:

Ensure the timeous transfer of title deeds in new housing projects;

Facilitate the transfer of ownership to qualifying beneficiaries in existing housing settlements;

Facilitate the transfer of outstanding title deeds to beneficiaries in housing projects completed more than 10

years ago.

Continue to recognise and upgrade informal settlements: Informal settlements are associated with lack of

legal tenure, inadequate facilities and non-conformity with building regulations. This makes people vulnera-

ble to disease, fire, flooding and in some cases eviction. Informal settlements are a current reality for the

City. The City recognises that with high rates of urbanisation, it may be impossible to eradicate informal set-

tlements and, hence, plans to improve the living environments of households in informal settlements

through incremental access to basic services, re-blocking and structured in situ upgrading. The Informal Set-

tlements Work Group in the Social Cluster will coordinate a transversal approach to informal settlements

and work with line departments and community organisations to co-ordinate poor communities in the im-

provement and upgrading processes.

3.4. Focus on Early Childhood Development (ECD) services

National government provides social assistance to poor families (in the form of grants) to help with the care of

children. In order to reduce inequality and poverty in the long run, social assistance needs to be complemented

by other initiatives that focus on the development of young children. One of the key long-term interventions of

the City is an investment in ECD. Educational, physical, social and developmental disadvantages emerge very

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early in life and access to ECD services has substantial long-term impact, predicting future success, health, lon-

gevity and social adjustment. Therefore, to tackle poverty and inequality, ECD is a top priority.

The City supports ECD for children under 6 years old through providing:

Basic services to poor households (water, sanitation, waste removal and electricity);

Free basic healthcare for women and children (including preventative and promotion services such as im-

munisations and treatment for children under 13 years old);

Access to recreation, sport, arts, culture, library and information services for children;

Buildings for small number of ECD centres in areas of great need, according to a predetermined plan;

Support services such as training and capacity building to ECD centres so that they can register with PGWC

and benefit from national ECD subsidies;

Small, registered ECD centres with funding for projects or resources through subcouncils grant allocations.

SDECD will develop a policy to integrate health, education and social services for ECD within the City. This shall

be developed in collaboration with other sectors and spheres of government. This may, for instance, use libraries

as hubs for ECD. On the flipside, existing ECD centres hold the potential to be more than simply providing ECD

services. They will run programmes and raise awareness to address social issues such as substance abuse or pro-

vide for adult skills-building opportunities.

Currently, SDECD adopts a model that uses ECD Centres of Excellence, which serve as launching pads for out-

reach work to smaller crches in the area. However, Centres of Excellence are not the exclusive or even pre-

ferred model of the City of Cape Town. The main aim is to increase the headcount of learners in ECD facilities

that meet the infrastructure requirements of the Children's Act. SDECD, in collaboration with subcouncils, will

provide support and capacity building for ECD facilities so that they can be registered with PGWC. The City will

also investigate the following in order to ensure that all children, especially poor children, are able to access ECD

services:

Using grants to fund infrastructural improvements to existing unregistered crches in low income areas

when the last step towards registration is meeting the Childrens Acts infrastructure requirements. This will

be facilitated though mentorship and partnerships between crches and well-established ECD centres or

other organisations.

Include ECD centre provision in informal settlement upgrading projects to ensure that very poor children

have access to facilities that are safe, have adequate water and sanitation facilities and meet the standards

set out in the Childrens Act.

Considering the prevalence of food insecurity in poor areas and the effect that malnutrition and under nutri-

tion has on the cognitive and social development of children, the City will work with PGWC to look at intro-

ducing a nutrition programme for children under 5 years of age in ECD facilities.

Closer collaboration between Planning & Building Development Management, Environmental Health, Fire Ser-

vices, Ward Committees and the SDECD Directorate will be facilitated by the ECD Department to enable large-

scale registration and support of ECD facilities. The focus will be on ECD facilities in low-income areas. SDECD

and Sustainable Communities Unit will work together on initiatives in urban renewal areas

3.5. Champion the inclusion of vulnerable people across the City

Women, youth, people with disabilities and the elderly tend to be over-represented among poor people. Ad-

dressing poverty and inequality must specifically examine the impact of the Citys work on vulnerable people

(people with a disability, women, elderly, orphans, people who are poor) and their livelihood strategies. All de-

partments are responsible for examining their systems so that they can be adjusted or changed so that vulnera-

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ble groups can participate in or access services. SDECD shall develop a strategic framework and implementation

plan that sets out how the directorate will work to transversally champion and mainstream the inclusion of vul-

nerable groups across the Citys departments, services, facilities and projects. This is part of both the Citys

commitment to creating a caring society and the constitutional imperative to promote substantive equality.

Despite a consideration for vulnerable